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Selling is Important, But 'Sell Yourself' First

3rd Party Remote Call Monitoring Feature

March 06, 2015

Selling is Important, But 'Sell Yourself' First

By Rory J. Thompson, Web Editor

In a business world where it seems everyone is competing for fewer and fewer customers, the companies that succeed are the ones that stand out the most in consumers’ eyes.

But that doesn’t just ‘happen.’ Successful companies are making a strong effort to differentiate themselves from the pack, to brand their product and to ‘sell themselves.’  It’s a bit of a balancing act, but those that master it can reap the rewards.


In a recent blog post, it was pointed out how important it is that a company sell itself not only to its clients, but to its employees as well. The post appeared on the homepage of BPA Quality, a leader in contact center development. The piece was written by the company’s Chief Customer Officer, writing under his pseudonym of “The Professor.”

“In our business of Contact Center Quality Monitoring, one of the things we do is ask our clients to look at how they approach their clients vs. their internal approach toward their agents,” he wrote. “We listen to millions of calls in which agents are expected to deliver exemplary service. However, when we look at how the management, the coaching and motivation of that same center is delivered, it’s drastically different. It’s no surprise that most companies don’t practice what they preach.”

To that end, the professor lists a few suggestions for companies to follow to achieve their own “selling success”:

Look at what you do, say and support when attracting and keeping customers. “Do you do the same for your own?” he asks. “Do you provide your customers incentives for becoming customers? If so, provide incentives for joining your team. Do you want your customers to feel empowered and brand loyal? Do the same internally, give your folks reasons to be part of your team outside of a paycheck…make them part of the culture of success.”

Measure your success. “Keep track of the metrics that make your staff successful, and give them metrics that have nothing to do with the outcome of a customer contact as well,” the Professor suggests. “Develop a set of internal Satisfaction measures, allow the agents to rate how well the company gives them the tools to deliver what their customers expect. If you can’t measure it, you can’t manage it!”

Get feedback. You ask your customers what they think of your products and services, right? Then ask your agents to do the same, but for your internal culture. What works, what doesn’t, and what would they do to make it better. “Most important, acknowledge the feedback -- good and bad -- and let your agents know you are listening and acting … just like you would with your customers,” he concludes.




Edited by Stefania Viscusi
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